Oral Surgery Consulting for Better Systems and Profitability
Oral surgery isn’t general dentistry.
The cases are more complex, the stakes higher, and broken systems cost proportionally more. Lana Rivera builds consulting for surgical practices — around your numbers, your case flow, and the referral relationships your growth depends on.
Lana Has Run An Oral Surgery Practice
From The Inside
Before she consulted, Lana Rivera was Practice Administrator for a high-profile oral surgeon — running the operations, the team, and the financials of a high-volume surgical practice from the inside. Under that pressure she grew production 25% year over year, closed a single treatment plan of $105K, and gave the surgeon his life back.
Every engagement runs on that experience: someone who has sat in your administrator’s chair and knows exactly what it takes to make a surgical practice perform.
25% production growth YOY · $105K single treatment plan · 20 years inside dental practices
Why Oral Surgery Practice Consulting Is Different
A single full-arch case can represent more production than some offices generate in a week. When systems fail at that level, the losses aren’t minor—and the referral relationships at risk took years to build.
That’s why general-practice consulting falls short here. Surgical practices need consulting built around what they run day to day: implant case workflows, surgical scheduling, high-value treatment coordination, and the operational standards that keep referring doctors confident sending cases your way.
Generic advice doesn’t fit a surgical business model. Lana doesn’t offer it.
What Oral Surgery Consulting Improves
Strong clinical production doesn’t guarantee strong collections, and most practices can’t say exactly where the two diverge. Collection gaps. Normalized write-offs. Adjusted production no one has examined closely. Implant cases that look strong on the schedule but underperform at collections. These are the blind spots the work is built to find and fix.
Tracking the right oral surgery KPIs—production vs. collections, AR aging, and case profitability by procedure—gives you the clarity to decide with confidence instead of instinct.
Every case moves through a sequence: referral in, consult scheduled, treatment presented, case accepted, surgery day, follow-up. Each step depends on the one before it.
When that sequence breaks at the consult, in the financial conversation, or during the handoff from the front office to clinical—cases stall, revenue slips, and patients who were ready to move forward don’t.
The work builds the systems that make that sequence reliable: structured consult processes, scheduling built for surgical complexity, and treatment coordination that moves cases forward without dropped handoffs.
Strong systems need a team that runs them consistently. Treatment coordinator training, front office accountability, and clear communication between clinical and admin staff are what make operational improvements stick.
Lana builds the expectations, structure, and follow-through that keep performance steady regardless of who’s working that day.
Problems We’re Most Often Called to Solve
Your schedule is full—but the margins don’t follow
Production is strong. Take-home isn’t. And the gap between them — insurance adjustments, collections timing, overhead measured against your case mix — has never been laid out where you can see it.
High-value cases, but the patient journey is inconsistent
The consult goes differently depending on who runs it. Financial presentations vary. Coordination stalls between steps—and case acceptance is what takes the hit.
Front office and clinical team aren’t aligned
Cases fall through when ownership is unclear. Patients don’t hear back. Referring doctors get different answers depending on who picks up the phone.
You know revenue is leaking—but not where
Aging AR. Collections gaps by payer. Write-offs that have quietly become routine. And the silent one: cases coded for less than the full scope of work, so the practice undervalues its own production case by case—with no obvious alarm.
How a Consulting Engagement Works
-
Assess
A detailed review of your financials, workflows, team structure, and case coordination. Where cases slow down. Where revenue gets stuck. Nothing is recommended until everything is understood.
-
Align
Not every problem carries the same weight. Priorities are set together and sequenced—the changes that move the needle most, in the right order.
-
Implement
Lana works alongside your team inside the practice, building systems around how they operate and training them to hold the standard independently.
-
Sustain
Ongoing support to track your oral surgery practice metrics, refine systems as you grow, and keep accountability in place long after the initial engagement.
Consulting and Revenue Cycle—Better Together
Consulting and revenue cycle management are separate services — you don’t have to use both. But for oral surgery practices that need each, they compound.
Consulting fixes the upstream: the systems, team behavior, and financial clarity that determine what the practice produces and how consistently it collects. Revenue cycle management protects the downstream: claims execution, AR management, and collections follow-through on revenue already earned.
Put together, stronger systems feed cleaner billing—and the result is financial performance that neither delivers as well on its own.
What Better Systems Produce
Financial Clarity: Know exactly what the practice produces, collects, and loses and why.
Stronger Case Flow: Consultations convert. Cases move. The surgical schedule fills with intention.
Team Performance: Clear expectations, consistent follow-through, and accountability that doesn’t ride on personality.
Referral Confidence: Every patient sent your way meets the standard referring doctors expect.
Profitable Growth: Not just more cases. More profitable cases, run by a team and system built to handle them.
Ready to Build a More Profitable Oral Surgery Practice?
If your practice is producing at a high clinical level but the financial performance isn’t matching it, Lana brings the operational and financial expertise to close that gap.
The first call is a direct conversation about your practice: where the pressure is, what the numbers are telling you, and where cases are slowing down or revenue getting stuck.
No pitch. No pressure. Just clarity on what’s happening—and what it would take to fix it.
